Madame Ernestine Schumann-Heink

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Treasure Trove of Memoribilia on Great Singer of the Past

Madame Ernestine Schumann-Heink
Katherine L. Howard
Manufacturer: San Diego Historical Society
ProductGroup: Book
Binding: Hardcover

General | Biographies & Memoirs | Subjects | Books
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ASIN: 1881591042

Customer Reviews:

Treasure Trove of Memoribilia on Great Singer of the Past.......1997-12-21

I own this book & have been privileged to know several people who knew & heard the great singer. Can't say enough nice things about this, but there are a few technical glitches that are mostly due to the fact that the author isn't a musician. I can forgive these blips. The book is a grand look into the life of a truly remarkable person. Two Thumbs UP on THIS ONE!!!!

Madame Ernestine Schumann-Heink Her Life and Times

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Madame Ernestine Schumann-Heink Her Life and Times

Manufacturer: Grizzly Bear Publishing
ProductGroup: Book
Binding: Hardcover
ASIN: B000HW1U9G

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Madame Ernestine Schumann-Heink: Her life and times
Joseph L Howard
Manufacturer: Grizzly Bear Pub
ProductGroup: Book
Binding: Unknown Binding

General | Music | Entertainment | Subjects | Books
ASIN: B0006EX8JU

Book Description

When deciding which athletes to profile, our editors take into account not only a player's statistics, but also his character. SPI takes care to select athletes who are known to be community minded and can serve as role models.

The biographical material on each athlete covers him from his earliest days to the present.

Customer Reviews:

Rocky Slugger.......2000-07-29

Larry Walker has a great batting average over his career. I was surprised to learn that he was a hockey player too. The book has a lot of fun facts. I really enjoyed reading about this Canadian Rocky.

Clinton Miller age: 8

Customer Reviews:

Great Book!.......2002-07-06

Marvellously comprehensive, with quite a diverse range of topics relating to horror and people who are associated with the genre, and other such entries.
A pretty handy guide for horror film buffs, as this is the major category it covers (couldn't expect more from a "BFI" (British Film Institute) Companion though, could you? :-) ).
On the downside, some of the entries can be a little overcrowded with film titles, but good for the completist, i guess.
I'd love to see further editions, with more up-to-date info (it WAS printed in '96, afterall.)
Defintately a recommended buy.

valuable reference book.......1999-03-03

As a writer, I have found Newman's reference book helpful. It includes subjects not addressed elsewhere and does a good job of explaining subjects that have been widely covered.

Book Description

Informed by historical scholarship and media analysis, this book takes a critical look at this award-winning show from a wide range of perspectives.

Eminent scholars Peter C. Rollins and John O'Connor make an important contribution to the field with an eclectic mix of essays, which translate visual language into on-screen politics. While the series may be criticized as "idealistic," its clever techniques of camera work, lighting, editing, and mise en scene reflect America's best image of itself, and entertains a loyal audience that desperately wants to believe in the nobility of the American dream. This collection introduces readers to the sensibilities to appreciate the show's nuances and the necessary knowledge to avoid any misreadings. It will be of interest to students of politics, popular culture, fans and critics alike.

Customer Reviews:

Camelot the way it should have been.......2003-12-18

The West Wing is an idealized look at how the American presidency should have been; idealized but not flawless. Jed Bartlet has plenty of things to drive anyone close to him around the bend. This book looks at the Emmy award-winning series from a number of perspectives. Anyone interested in American history or the presidency will find this an essential look at a peculiarly American institution. Great Job.

Customer Reviews:

Gurps, glorious gurps..........2004-02-29

Great pictures, lots of info, stats, equipment, possible plots, if you love Alpha take a look at this

Worthless even for background.......2003-04-22

As a huge fan of both GURPS and Alpha Centari I was really looking forward to this book. I was hoping it would flesh out the world a bit and set up some nice political intrigue. Unfortunately I found the book lacking on all counts. If you've played Alpha Centauri and have the expansion set then you already have all the information you need to set up a great GURPS Alpha Centauri game. If you have the hint book, then you have everything provided in the GURPS book and more. NOTHING is elaborated on and therefore in my opinion nothing is gained in buying this book. Perhaps SJG was bound by contract not to elaborate on anything, and we have Firaxis to blame for this debacle. It's too bad, because this book could have been great, instead of the plagiarized garbage it turned out to be. Don't waste your money.

Role Playing in a computer game world.......2003-04-11

GURPS: Alpha Centauri is the best crossover from a computer game to a Role Playing Game available.

About the source material: "Sid Meier's Alpha Centauri" is a computer game that lets you build entire civilizations. The most original feature of Alpha Centauri is that it takes place after civilization advances to space flight. In Sid Meier's "Civilization" computer game, one way to win was to be the first to have colonists build a spaceship, leave Earth, and travel into space. Alpha Centauri follows that band of colonists from their start on the new world to their end, centuries later. The expansion, Alien Crossfire, adds more factions to the possible colonists, and also adds two alien races wanting to keep the world for themselves. Although based on his Civilization games, Sid Meier created a fresh way to play colonization computer games with this game.

GURPS: Alpha Centauri provides an adaptation of that source material to a role playing game. Both Alpha Centauri game info and Alien Crossfire expansion info were used to create this worldbook. Most of the pictures were taken directly from the computer game, although the selection of pictures and the placement of graphics is one of the major reasons this book did not get a perfect five stars from me.

Chapter 1, the Prologue, gives people unfamiliar with the game a starting point. It contains basic info about the world and what happened to the mission.

Chapter 2, "Planet", gives a capsule look at the new world, and includes some of the native life forms and the things these creatures do. These creatures give players a hint that all is not well on the planet.

Chapter 3, "Factions", provides an in depth look at the various political and social agendas that exist among the colonist's leaders. This section includes profiles of the faction leaders, along with the stats necessary to use them as non-player characters in campaigns. You'll have to hunt for pictures of some of the leaders, as they frequently do not appear on the pages that they should be on. An example: Zakharov's stats are on page 49, but his picture does not appear until page 86. This book would have been much better with a full page of info about each faction leader and making sure the picture of that leader was on that page. One of the better features of this section are the adventure seeds given for each faction.

Chapter 4, "The Road to Transcendence", deals with the advances needed to win the computer game translated into gaming terms. This section is further divided into sub-sections dealing with specific periods of time in the mission. This nice feature gives potential GM's the ability to sort out what they need for campaigns quickly and easily. This is the best section to use when deciding when in planet history you want to set your game.

Chapter 5, "Colonists", contains the info you will need to create characters. Some of these character types are unique to GURPS Alpha Centauri. In this section are some of the Advantages, Disadvantages, and Skills players will want to give their characters.

Chapter 6, "Hardware", gives stats for weapons, vehicles, and other tools which characters use to fight the dangers of the new world.

Chapter 7, "Campaigns", gives GM's a way to decide what to include from this game world in their own campaigns.

Appendix A gives some standard GURPS items and info to convert those items into this setting if possible. Appendix B allows people who own a copy of the computer game a chance to convert what they know from playing the game into GURPS game stats and terms. This second appendix will see a lot of use from me.

In 128 pages, Steve Jackson Games manages to convert a great deal of the richness and variety of Sid Meier's Alpha Centauri into a hardcover role playing game book. As a GURPS fan and Alpha Centauri player, I was interested in what this union would produce. If anything, I'd say that those who frequently play the computer game will find that this book does not cover all of the various possibilities from the game. Even the book itself admits this in chapter 7, where it says: "The Alpha Centauri setting is almost too rich for role playing, covering centuries of time and a tremendous range of possible themes". Thus this book suffers from being too short. Much more material could have been added, especially in a hardcover. Some GM's may wish to purchase the computer game and try it before attempting a campaign set in this worldbook. This book does a very admirable job at attempting to give people a chance for role playing in the world of Alpha Centauri. I know I'll use this book.

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Grow Profitably, Not for The Sake of Growth, in Competitive Markets

An improved paradigm for thinking about markets

Incredible Book for Making Strategic Decisions

The best tool to predict a company's future in this economy.

Strategic Hypotheses from an Industry Structure Perspective

The Rule of Three: Surviving and Thriving in Competitive Markets
Jagdish Sheth , and Rajendra Sisodia
Manufacturer: Free Press
ProductGroup: Book
Binding: Hardcover

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ASIN: 074320560X
Release Date: 2002-01-01

Amazon.com

The Rule of Three, by Jagdish Sheth and Rajendra Sisodia, offers an innovative take on corporate development that could help leaders put their own operations into a new context that improves competitive strategies and boosts market performance. Sheth and Sisodia, consultants and marketing professors, base it on their contention that just three major players ultimately emerge in all markets--such as ExxonMobil, Texaco, and Chevron in petroleum, and Gerber, Beech-Nut, and Heinz in baby foods. These giant "full-line generalists" are eventually surrounded by smaller "specialists" who successfully concentrate on niche products (such as high-end audio gear) or niche markets (like fashions for professional women), along with midsized "ditch-dwellers" who struggle to reach an audience in between (like second-tier airlines that compete with goliaths on price and regionals on service). The authors examine this pattern of market evolution and the "radical disruption" that can occur when technology or regulation changes or a new entry "succeeds in altering the rules" (as Starbucks did by sneaking up on coffee's Big Three). Appendices present helpful examples of the way this has shaken out in various industries. --Howard Rothman

Book Description

Name any industry and more likely than not you will find that the three strongest, most efficient companies control 70 to 90 percent of the market. Here are just a few examples:

McDonald's, Burger King, and Wendy's
General Mills, Kellogg, and Post
Nike, Adidas, and Reebok
Bank of America, Chase Manhattan, and Banc One
American, United, and Delta
Merck, Johnson & Johnson, and Bristol-Myers Squibb

Based on extensive studies of market forces, the distinguished business school strategists and corporate advisers Jagdish Sheth and Rajendra Sisodia show that natural competitive forces shape the vast majority of companies under "the rule of three." This stunning new concept has powerful strategic implications for businesses large and small alike.

Drawing on years of research covering hundreds of industries both local and global, The Rule of Three documents the evolution of markets into two complementary sectors -- generalists, which cater to a large, mainstream group of customers; and specialists, which satisfy the needs of customers at both the high and low ends of the market. Any company caught in the middle ("the ditch") is likely to be swallowed up or destroyed. Sheth and Sisodia show how most markets resemble a shopping mall with specialty shops anchored by large stores. Drawing wisdom from these markets, The Rule of Three offers counterintuitive insights, with suggested strategies for the "Big 3" players, as well as for mid-sized companies that may want to mount a challenge and for specialists striving to flourish in the shadow of industry giants. The book explains how to recognize signs of market disruptions that can result in serious reversals and upheavals for companies caught unprepared. Such disruptions include new technologies, regulatory shifts, innovations in distribution and packaging, demographic and cultural shifts, and venture capital as well as other forms of investor funding.

Years in the making and sweeping in scope, The Rule of Three provides authoritative, research-based insights into market dynamics that no business manager should be without.

Download Description

Name any industry and more likely than not you will find that the three strongest, most efficient companies control 70 to 90 percent of the market. Here are just a few examples: McDonald's, Burger King, and Wendy's General Mills, Kellogg, and Post Nike, Adidas, and Reebok Bank of America, Chase Manhattan, and Banc One American, United, and Delta Merck, Johnson & Johnson, and Bristol-Myers Squibb Based on extensive studies of market forces, the distinguished business school strategists and corporate advisers Jagdish Sheth and Rajendra Sisodia show that natural competitive forces shape the vast majority of companies under "the rule of three." This stunning new concept has powerful strategic implications for businesses large and small alike. Drawing on years of research covering hundreds of industries both local and global, The Rule of Three documents the evolution of markets into two complementary sectors - generalists, which cater to a large, mainstream group of customers; and specialists, which satisfy the needs of customers at both the high and low ends of the market. Any company caught in the middle ("the ditch") is likely to be swallowed up or destroyed. Sheth and Sisodia show how most markets resemble a shopping mall with specialty shops anchored by large stores. Drawing wisdom from these markets, The Rule of Three offers counterintuitive insights, with suggested strategies for the "Big 3" players, as well as for mid-sized companies that may want to mount a challenge and for specialists striving to flourish in the shadow of industry giants. Years in the making and sweeping in scope, The Rule of Three provides authoritative, research-based insights into market dynamics that no business manager should be without.

Customer Reviews:

Grow Profitably, Not for The Sake of Growth, in Competitive Markets.......2007-01-17

After thoroughly analyzing local and global industries, Jagdish Sheth and Rajendra Sisodia observe that in most mature markets which can evolve without excessive government interference the remaining players can be subdivided in three categories:
1) Three full-line generalists which usually control 70 to 90 percent of the market;
2) Specialists, product and/or market specialists, which control between 1 to 5 percent of the market;
3) Companies caught in the middle (= the ditch), which share 5 to 10 percent of the market among themselves.

Sheth and Sisodia clearly show how a typical industry subject to non-excessive government regulations evolves over time, first locally, then nationally, and finally globally. Growth and efficiency each play their role in shaping such an industry.

Generalists and specialists usually do not compete with each other because they target customers with different wants and needs. Sheth and Sisodia demonstrate with much conviction that the companies in the ditch are either undersized full-line companies that were pushed by the wayside following intense competition or overgrown niche players that have tried to grow "too much, too soon." To their credit, Sheth and Sisodia do a great job in identifying the strategies that each of the three full-line generalists can use to further improve their respective competitiveness. Practical examples make these strategies understandable. Likewise, the authors convincingly demonstrate which strategies specialists can use to either become or remain a big fish in a small pond.

Finally, Sheth and Sisodia shed light on the disruptive role that technology, regulations, market shifts, and investments can play in shaping an industry.

To summarize, The Rule of Three is beneficial not only to corporate leaders, investment banking, consulting, and venture capital, but also to antitrust authorities.

An improved paradigm for thinking about markets.......2005-12-28

The `Rule of Three' is that in a naturally competitive and mature market, without excessive regulation, the market segregates into three domains. The first domain is defined by three major players, generalists who together control 70-90% of the market. The second domain comprises niche specialists, each a monopoly in a tight product or sub-market category (each specialist typically has a market share of 1-5%, but makes high margins due to its monopoly position). The third domain is termed the ditch. It consists of those companies with 5-10% of the market who lack the scale economies of the first group, or the niche focus of the second. The ditch can lead to bankruptcy or takeover. Consider the example of the shopping mall, anchored by the major department stores, the generalists, but with many niche shops along the mall corridors connecting them, with some of them clearly struggling.

The rest of the book elaborates around these themes.

Chapter 1 describes how, as a new industry develops, it attracts many entrants ensuring high growth, but low efficiency. After the inevitable shakeout of weaker players, four factors then underpin further market developments: (i) overall standards such as GSM; (ii) an industry-wide cost-structure (e.g. the working through of economies of scale) and shared platform infrastructure such as the Internet; (iii) government intervention to remove barriers to trade; (iv) industry consolidation via mergers and acquisitions

Chapter 2 focuses on the oligopolistic generalists - why should there be just three? The authors argue that duopoly is unstable: the two players either attack each other destructively or collude, attracting regulation. With three players, any two can cooperate against the third maintaining a balance of power. So why not four? The authors speculate that consumers value a manageable choice between three suppliers, but that further choice just creates `clutter', confusing the market. However, the dilution of market share with four major players can also lead to instabilities, driving the weakest into the ditch. The authors also warn against the number one player gaining too large a market share: past 40%, regulative scrutiny becomes more intense, the proportion of underperforming customers increases and growth becomes harder.

The `Rule of Three' therefore represents a compromise between sufficient competition and sufficient market share, but it can be distorted by factors such as regulated monopoly, major barriers to trade (e.g. in global markets), a high degree of vertical integration impeding consolidation, and a history of monopoly prior to deregulation.

In Chapter 3 specialists and generalists are compared, while Chapter 4 examines the ditch - how specialist companies can grow into it by heedless expansion, and how weaker generalists can be pushed into it by more energetic competitors. Chapter 5 looks at Globalisation - as the `Rule of Three' emerges on a global scale, how can national champions avoid their overseas competitors driving them into the global ditch?

Many executives will find Chapters 6 and 7 the most interesting, as they outline strategies for generalists and specialists. Chapter 8 describes a number of cases of disruptive change in the marketplace, but adds little to the analysis of market structure.

Finally, the concluding Chapter lists 22 surprisingly specific aphorisms which summarise the results of the authors' analysis. For example:

· If a market leader has c. 70% of the market, there is no room for a second generalist, but the situation is unstable.
· If the market leader has 50-70% of the market, there is no room for a third generalist, but one will eventually reappear.
· If a market leader has less than 40% of the market, there may be temporary room for a fourth generalist, but the ditch beckons.
· In a downturn, the battle between generalists 1 and 2 can send number 3 into the ditch while specialists remain unaffected.

Overall, a review such as this cannot do justice to the wealth of detail, innumerable examples and the dense scattering of insights found throughout this book. Its weakness is in its very detail, it is sometimes hard to see the wood for the trees, and to extract the underlying theory (and surely there is a deeper theory trying to get out here). Although hardly a page-turner, the material is an essential real-world complement to the theoretical models in the textbooks.

Incredible Book for Making Strategic Decisions.......2004-04-08

This book increases my ability to weigh my competitors in my industry and give me better tools to position my company against my competitors... Read it you will find it interesting or your company in a big ditch...

The best tool to predict a company's future in this economy........2003-08-03

The future looks very uncertain to all of us - no matter what company we are in: big or small, none of us has been spared from this mass anxiety that started in 2001. The old saying 'what goes up must come down' became true after 10 years of the best boom time in America. But will 'things have to eventually turn around' come true? Of course it will, but it would seem that in the process a lot of companies will not survive (as has already been witnessed in the last 2 years). So rather than worrying about when things will turn around, it may be more prudent to focus on figuring out which companies will survive these extremely difficult and trying times.

The book is very deep and I am still in the process of digesting all the material. But I was so moved by the very powerful and sound theory presented in the book that I wanted to share my views immediately and hence this review. So bear with me as the terms I use aren't exactly the ones used in the book. I am using them to help me communicate these ideas faster and more effectively.

This book offers some incredible insight into the fundamental way in which businesses and consumer markets interact. And in the process it provides vital clues that could be used to assess what companies will survive. There are only 8 chapters in this book and a conclusion along with 3 appendices. The first chapter gives some preliminary information on the mechanisms by which consumer markets in free market economies force efficiency increases in the businesses involved. The second chapter addresses the fundamental Rule of Three and why eventually after the dust settles, there can only be three left in an industry - no more and no less.

Chapter 3 broadly categorizes all companies into either Specialists or Generalists and futher defines them into five groups - Full-line Generalists, Portfolio Generalists, Product Specialists, Market Specialists, and Super Nichers. This chapter is especially important as it describes in great detail several of the primary chateristics of both Generalists and Specialists. This is important because it later ties into the successful strategies that must be adopted in order to survive difficult economic times. Chapter 4 shows how companies can get in serious trouble and eventually not survive the difficult times. The authors call this 'The Ditch'.

I wasn't too interested in Chapter 5 which addresses Globalization and the Rule of Three. I still forced myself to read this chapter as I didn't want to miss anything that is used in later chapters. But Chapter 6 and 7 are the ones that everyone has to read! This is where all the secrets lie - the successful strategies one must follow in order to survive this all powerful Rule of Three. Chapter 6 is relevant to the Generalist companies and Chapter 7 is for Specialist companies.

Finally, Chapter 8 introduces the subject of market disruptions - simply speaking how some discontinuous changes in the marketplace (new technologies that can do the same things faster, better, and cheaper - like the Internet) can put someone at immediate risk of failing due to the enormous investment they may already have in terms of time and money in the old technologies.

The authors' conclusion follows these 8 chapters. This is again extremely important as it contains 22 general rules (just a few lines each) that you can't ignore if you are trying to predict where your company future lies. The appendices contain some very good research. For example - the three survivors in all the major industries across the world. As can be expected of a book written by two Ph.D's, there is a very complete reference section at the end of the book where you can check and verify the source data.

There are so many aspects to making a business successful and there are so many books out there on the subject that it is easy to overlook such a critical book as this one. I was fortunate enough to run into this book as a result of my frenzied After Christmas bargain shopping at Amazon where I RANDOMLY selected 30-40 books that were all priced at just a few dollars thinking I can't go wrong even if I find one good book out of three (since the bargain price was a third of the original price). After that it sat on my bookshelf till I recently decided to skim through a few pages of the book. That's when it struck me that this is a landmark book and absolutely essential in predicting the future. I immediately put this book at the top of my reading list and have been devouring it ever since. I consider myself very lucky to find this treasure map of a book. Well, it would be a treasure map only if you are trying to figure out which company is going to survive. Otherwise, you can conveniently skip this book.

Strategic Hypotheses from an Industry Structure Perspective.......2002-01-02

This book deserves more than five stars.

The Rule of Three is well-documented, easy to read and understand, is filled with practical advice that can be used for many strategic purposes. Regardless of your industry, the size of your business, and your ambitions, you will be well rewarded by the time you spend with this book. It will provide a useful perspective of the sort that you probably have gained from books like The Innovator's Dilemma, The Discipline of Market Leaders, and The New Market Leaders.

For a quick overview of the book, I suggest you begin by reading the clear summary of key points on pages 200-202.

The idea that most industries will eventually be dominated by three broad-scale suppliers with a few profitable specialists was one I first heard from Bruce Henderson, CEO of The Boston Consulting Group, about 1972. My quick look around at the time showed that this pattern did frequently occur (domestic autos, breakfast cereal, and beer came to mind then). This industry structure is more often present now than it was then due to the massive consolidations through acquisitions and business failures that have happened in the United States and world wide. Since learning about the empirical observation, I have usually seen the point applied to the questions of how a market leader could most effectively put pressure on the third largest company in the industry and vice versa. The Rule of Three goes well beyond that scope.

As a result, I was delighted to see that the authors of this fine book have provided extensive empirical documentation of their observations by listing many different industries where this structure occurred, case examples from dozens of old and new industries, and definitions of what can trigger this development. Of particular value to readers will be the detailed descriptions of the strategies that are most likely to succeed and fail, and the most frequent causes of those outcomes.

The detailed observations were usually spot on. I only detected a few places where I disagreed with points that were made. For example, EMC was listed in an appendix as being in the computer peripheral industry along with companies that mostly make PC peripherals. I see EMC as mainly competing instead with the likes of IBM, Hewlett-Packard, Fujitsu, Dell and Storage Networks. The authors also argue that the large general competitors usually enjoy a stock-price multiple over the specialist, niche players who have high returns. I would argue that it is usually just the opposite.

I thought that the problem of the #4, #5, #6 and so forth general suppliers was well described as falling into "the ditch" where the lowest returns on assets are earned. These companies lack the benefits of being a specialist and the scale of being a leader. Often, they succumb. If they can merge to become or join a top company, then the situation may change.

I was pleased to see that the authors described how a company may "change the rules" citing how Starbucks has made progress against the traditional coffee suppliers (Maxwell House, Folger's, and Nestle) by providing more accessible, better quality coffee at a higher price. The main opportunity to strengthen the book would have been to discuss this point with more examples and in more detail.

I also enjoyed the discussion of how specialist companies can be lured into chasing unprofitable market share, and falling by the wayside as a result.

Many authors with an empirical theory like this one would try to avoid talking about situations where one company has almost all the market share (such as occurs in personal computer software), or two companies get almost all the business (as in commercial airframe manufacturers), or even four (as often occurs in Europe and Japan). The authors actually strengthened their main point by examining those exceptions to their rule, and showing the influences that made these results occur.

As someone who is interested in uncontrollable forces that can influence industry structure, I thought that the focus here was good although much simpler than the detailed lists that Professor Michael Porter provides.

Having understood these points, I encourage you to think through how you could use these forces against the current market leaders. As the book suggests, the leaders' efficiencies and size make them vulnerable to nimble competitors offering new business models that serve customers and stakeholders in more ways than by lowering costs. Like the cataclysmic event that killed off the dinosaurs, new business models can doom the existing leaders to being poorly fit for the new environment.

Look for the ultimate competitive advantage!

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